Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership

By Linda Klebe Treviño, L. Hartman, Michael E. Brown. 2000

1,359 citations recorded by the source corpus.

Subfields: Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/e5aebc2b684ebb8fd63f809c14c6b4675bc53069

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In Information Systems and Management

Citations in the corpus

The Effect of Ethical Leadership Behavior on Ethical Climate, Turnover Intention, and Affective Commitment (2014, neutral): “Researchers emphasized that the ethical climate of the work context is generally shaped by organizational managers (Schein 1985; Schminke et al. 2005; Treviño et al. 2000).”
When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors (2011, background): “In particular, because subordinates look to their supervisor's actions when interpreting the importance of ethical behavior within organizations, managers, we believe, should be vigilant in ensuring that their own behavior meets high ethical standards (Treviño et al. 2000).”
Leveraging the employee voice: a multi-level social learning perspective of ethical leadership (2019, background): “Our intention was to elaborate these two pillars of ethical leadership (Treviño et al., 2000), yet standard assessment tools do not allow for the distinction between the two aspects of ethical”
Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “In contrast, our article emphasizes a social scientific approach to ethical leadership (e.g., brown et al., 2005; treviño et al., 2000; treviño et al., 2003). this approach is rooted in disciplines such as psychology, sociology, and organization science, and it attempts to understand how people…”
Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership (2014, background): “, mentors or supervisors), and (c) top managers who model ethics for employees in the organization (Treviño et al. 2000).”
CSR disclosure and firm performance: The mediating role of corporate reputation and moderating role of CEO integrity (2020, neutral): “Treviño et al. (2000) argue that an ethical leader must be not only a moral person, who is characterised in terms of an individual trait as integrity but also a person who can create a strong ethics message that influences employees' thoughts, behaviours; and lead the organisation's attention on…”
CEO Gender, Ethical Leadership, and Accounting Conservatism (2015, background): “According to the ethical leadership literature, ethical leaders demonstrate appropriate conduct and create an ethical work climate to encourage ethical behavior (Brown et al. 2005; Neubert et al. 2009; Trevino et al. 2000; Zhu et al. 2004).”
Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions (2015, background): “Treviño, Hartman, and Brown (2000) contend that ethical leaders are both transformational and transactional, inspiring their followers to behave ethically and enacting reward and punishment systems that reinforce ethical conduct.”